The top 5% of CEOs (e.g. Bob Chapman, James Sinegal) in the country already get it. The next 15 % sense what they need to do but need a road map and evidence before they can fully accept that personal mastery means transformational learning, and transformational learning means changing your mental models. The 80% in the middle are interested in exposing themselves to new ideas and even get excited when they read some of the books below but are not at the point where they see personal mastery as a threshold competence for creating an organization that is aligned (i.e. leaders, workers, customers), sustainable and able to create its own future.
The bottom 20% of CEOs believe that numbers are the whole story; spreadsheets are the measure of how they are doing, people are commodities and have essentially sold their souls for short term gains and the illusion of shareholder value. Ironically, how you treat others is a reflection of your relationship with yourself, so you wouldn’t want to be in their shoes or their family’s shoes. This last group is mostly unreachable, often do well in the short term, and measure value almost exclusively in terms of returns on non-human capital.
If you are a leader or aspiring leader and believe you are in the reachable 80% of leadership self-awareness then I believe you would benefit greatly from exposure to the following “Sea Change”:
· The definition of a Sea Change: Peter Senge (The Fifth Discipline) describes the architecture of a learning organization, which continually evolves its capacity to create its own future.
· What the Sea Change requires of leaders: Simon Sinek (Leaders Eat Last) describes what the best leaders believe and the cultures those beliefs can create.
· How leaders can be liberated to create the Sea Change in their organizations: Bill Anton (Business Success Through Self-Knowledge) offers consultants and business leaders a path for transforming the corporation by first transforming themselves.
· What the Sea Change looks like in practice: Bob Chapman (CEO, Barry-Wehmiller) demonstrates how people-centric leadership can be achieved in the real world in a growing corporation of committed leaders and workers.